Captura de Tela 2023-06-15 À(s) 15.12.02

April 2023
2023 Global Job Architecture

Practices Survey
Overview of Findings
TODAY’S SPEAKERS
Greg Stoskopf, CCP Jeremy Feinstein Sheila C. Sever, CCP

Deloitte Consulting Empsight International Deloitte Consulting
Managing Director Managing Director Senior Manager
• Greg is the leader of Deloitte Consulting’s U.S. • Jeremy is a Managing Director and Co-Founder of • Sheila is a Senior Manager in Deloitte’s Human Capital
Compensation Strategies Practice and serves on Empsight International, LLC a leading provider of practice with more than 20 years of consulting and
Deloitte’s Global Rewards Executive Committee. He is compensation surveys to Fortune 1000 and large corporate experience working with a wide range of
also the global leader of Deloitte’s Job Architecture multinationals. Jeremy has more than 25 years of clients in financial services, energy, healthcare,
solutions. consulting experience and has developed and managed technology, pharmaceuticals, manufacturing, consumer
• His expertise is focused on the design and leading compensation surveys for Empsight, (including a products, and nonprofits. She advises clients on all
implementation of strategic performance and reward new Survey on Shift Differentials) with 300+ participants aspects of executive, broad-based employee and sales
systems, including job architecture, compensation and in 2022. force compensation including:
total reward strategies designed to enhance the • Jeremy has been a presenter at four previous • Advising organizations on the development of their
attraction and retention of critical talent segments. WorldatWork Total Rewards Conferences and has co- total compensation philosophy or reward strategy to
• Greg has more than 25 years of experience in authored an article with Deloitte Consulting on Hot Jobs support the achievement of stated organization
compensation, performance management and human published in WorldatWork’s Workspan magazine. objectives
resources. His clients represent a broad range of • Jeremy earned his bachelor’s degree in Economics from • Designing and implementing reward programs,
industries including financial services, healthcare, the University of Pennsylvania, has an M.S. in Industrial policies and processes that align with the total
pharmaceuticals, hospitality, media, manufacturing, Relations from the University of Wisconsin Madison, and compensation philosophy or reward strategy
consumer products, professional services, government an MBA from HEC-Paris. • Assessing market compensation levels versus target
and non-profits. competitive position for all components of pay,
including the design and management of customized
compensation surveys and studies
Copyright © 2023 Deloitte Consulting LLC. All rights reserved. 2023 Global Job Architecture Practices Survey - Overview of Findings 2
Contents
00 Introduction
01 Participant profile and organization information
02 Job architecture strategy and design approach
03 Job leveling practices
04 Job titling nomenclature
05 Job evaluation practices
06 Job description practices
07 Alignment of skills to job architecture
I N T RO DU C T ION
This year, Deloitte Consulting and Empsight partnered to publish the third edition of the Global Job
Architecture Practices Survey, which garnered over twice as many participants as the previous edition in 2020.
Job Architecture Strategy and Design Approach
Deloitte Consulting is seeing this topic evolve as external

Job Leveling Practices pressures, technology enablers and the changing needs of
business influence job architecture frameworks and practices.
Job Titling Nomenclature
This year’s
Job Evaluation Practices We are also finding that many organizations are using job
study has been
focused on… architecture and its benefits as a differentiator in the attraction
Job Description Practices and retention of employees in the competitive labor market.
Alignment of Skills to Job Architecture
This presentation provides an overview of select, initial results of Deloitte’s 2023 Global Job Architecture Practices Survey; the
research was conducted in February/March 2023 and is a “participant only” survey. Therefore, we cannot share full findings.
COMPONENTS OF JOB ARCHITECTURE:
FOUNDATION OF THE EMPLOYEE EXPERIENCE
The foundation of an organization’s talent management and human capital strategy revolves around their Job
Architecture (categorizing similar jobs into functions, families, and levels) and supports the ability to execute
Human Capital processes that are externally competitive and internally equitable. When governed correctly,
these components are agile, sustainable, and supportive of year-over-year business goals.
Employment Brand
The Big Picture: Job Architecture Enhances HR Capabilities Governance | Compliance
1. Defines the infrastructure and interrelationships of jobs Performance

Management
2. Creates a consistent and standardized library of jobs
Pay Equity Rewards
3. Creates the foundation to incorporate specialized knowledge, skills,
Talent management
Technology
and abilities into future state job descriptions
Succession Workforce
4. Informs career paths and succession planning Planning Employee Planning
Experience
Career
L&D
Pathing
Talent Resource
Acquisition Planning
Job Architecture
The foundation for an organization’s critical elements of talent management strategy
Family Job Career Job Job Job

Key components of a job architecture foundation Groups Families Tracks Levels Profiles Titles
SECTION 1
Participant profile and
organization information
PARTICIPANT PROFIL E
308 organizations representing a variety of industries and a balanced revenue mix completed the Deloitte’s 2023
Global Job Architecture Practices Survey.
Indicate your organization's most recent fiscal Is your organization structured as a for-profit Indicate your organization's primary industry
year end (FYE) revenue in US Dollars (n=284) or not-for-profit entity? (n=308) classification? (n=308)
$25.5 billion Consumer 21%
Not-for-profit
and above Energy, Resources & Industrials 17%
17% Financial Services 18%
18%
Government & Public Services 1%
Higher Education 4%
26% Life Sciences & Health Care 15%
Less than 57% $5-25 billion Professional/Business Services 5%
$5 billion 82%
Technology, Media & Telecom 18%
For-profit Transportation 2%
Please indicate the number of regular employees (excluding contractors/contingent workers. (n=302) Do you utilize a contingent workforce? (n=308)
40%
No 34%
20%
16%
13%
8%
4% 66%
Yes
Less than 100 101-1000 1,001-10,000 10,001-30,000 30,001-100,000 More than 100,001
PA R T I C I PA N T P R O F I L E :
EMPLOYEE AND GEOGRAPHIC INFORMATION
The majority of participating organizations are mid-sized to larger employers, with U.S. headquarters.
Number of Countries Organizations Operates In (n=302) Headquarters Location (n=308)

Other country
38%
19%
17% 18%
10% 10%
6%
81%
1 country 2-5 countries 6-10 countries 11-20 countries 21-50 countries More than 50
US Headquarters
Is your organization a subsidiary of a foreign parent organization? (n=308) If Yes, in what country is the parent organization headquartered? (n=31)
Yes
Country % Country %
10% United States 32% Belgium 3%
Japan 19% Canada 3%
France 10% Israel 3%
Germany 7% Italy 3%
Switzerland 7% Netherlands 3%
Australia 3% South Africa 3%
90%
United Kingdom 3%
No
JOB TITL ES BY INDUSTRY AND REVENUE
Participants were asked the approximate number of distinct job titles in their organization.
Overall ratio of employees to job titles: Ratio of employees to job titles by industry: Ratio of employees to job titles by revenue:
E.g., A ratio of 1:5 suggests for every 5 employees,
there is 1 distinct job title.
25th percentile 1:3 Consumer 1:37 Less than $100 million 1:3
Median 1:5 Energy, Resources & Industrials 1:11 $100 – 499.9 million 1:4
75th percentile 1:17 Financial Services 1:13 $500 – 999.9 million 1:6
Government & Public Services 1:2 $1.0 – 2.49 billion 1:10
Higher Education 1:4 $2.5 – 4.9 billion 1:12
Life Sciences & Health Care 1:17 $5.0 – 7.9 billion 1:10
Professional/Business Services 1:7 $8.0 – 9.9 billion 1:8
Technology, Media & Telecom 1:17 $10.0 – 14.9 billion 1:32
Transportation 1:20 $15.0 – 19.9 billion 1:21
$20.0 – 24.9 billion 1:24

Copyright © 2023 Deloitte Consulting LLC. All rights reserved. $25.0 billion
2023 Global and above
Job Architecture Practices Survey - Overview of Findings 1:59
9
SECTION 2
Job architecture strategy
and design approach
JOB ARCHITEC TURE STRATEGY AND DESIGN
Participants were asked about the coverage of their current job architecture (JA) structure.
Which statements best describe your organization’s current JA structure? Which of the following elements are part of your current job architecture
(n=307) program? (n=296)
Other
No formal JA
program
Job titles 86%
2%
JA in select Pay structures/ranges/grades 85%
14%
geographic
locations only 4% Job leveling 84%
JA for select jobs 8% Functions and Families 72%

59%
Career pathing 48%
Enterprise-wide
JA in select 13%
approach to JA for
functions of the most jobs Program governance guidelines and processes 32%
organization (e.g.,
Finance, HR, IT) Competency/ Skills Framework 31%
Point factor job evaluation 20%
Other 2%
85% of respondents indicated they have some type of formal job architecture program.
Participants were asked about their most recent job architecture redesign project and its duration.
When was the last time your organization updated or redesigned the job If you designed or redesigned your job architecture program(s), how long
architecture program? (n=302) did the job architecture project take to complete? (n=235)
41% 36%
23%
20%
16%
14%
11% 10% 10%
10% 9%
Currently Less than 1 1-3 years ago 3-5 years ago 5+ years ago N/A - have Currently Less than 6 6-12 months 12-24 months 2+ years
undergoing or year ago not completing a job months
planning a job redesigned architecture
architecture project
project
An increased number of respondents indicate that their organizations are currently undergoing a job architecture project
(36 percent in 2020 to 41 percent in 2023).
The number of organizations that responded stating their organization’s approach was “somewhat agile”
increased from 34% in 2020 to 54% in 2023. The top four business reasons for prompting job architecture
remain the same as the prior survey.
How agile is your organization’s approach to job architecture? (n=297) What are the primary business drivers that prompted your job architecture
project? (n=286)
54%
Job structure/title practices 69%
Career pathing and talent development 65%
Pay program(s) assessment and alignment 58%
Minimal job architecture in place 45%

24%
Workforce planning and HR reporting 35%
14% Organizational design changes 25%
7% Implementation of HR technology system 24%
Jobs have changed or are expected to change substantially 16%

Not at all agile; we Somewhat agile; we Agile; we update the Very agile; the
Mergers and acquisition activities 15%
tend to set it and update the architecture architecture is fluid
forget it architecture frequently and continuously
occasionally updated Global mobility 6%
SECTION 3
Job leveling practices
USE OF L EVEL ING GUIDES
70% of respondents identified having a consistent enterprise-wide approach to job leveling, with approximately
30% allowing for some variability based on function or geography.
Does your Organization use Job Leveling Guides? (n=304)
No
28%
72%
Yes
Most respondents use job leveling guides or a similar tool to define the criteria for assignment to each level, a slight decrease from
the previous study (85% in 2020).
CURRENT ALIGNMENT OF JOB LEVELING TO TALENT AND
COMPENSATION PROGRAMS
Job leveling is used to organize jobs for compensation purposes, provide guidance on career movement, and
determine security/data access rights.
Current Job Leveling Practices (n=288)
Job levels are tied to base pay ranges 68%
Job levels are tied to annual incentive eligibility and opportunities 65%
Job levels are tied to long-term incentive eligibility and opportunities (e.g. the award
59%
of stock options, restricted stock, performance shares, etc.)
Our organization has job leveling criteria/guidelines that describe requirements for
58%
entry in a level
Job levels are associated with training and development opportunities 26%
Job levels are tied to information access 25%
Job levels are tied to health and welfare benefit eligibility 9%
Other 5%
0% 10% 20% 30% 40% 50% 60% 70% 80%
JOB L EVEL ING GUIDES AS TOOL S
While customized leveling guides remain the leveling tool of choice, there has been a significant increase
(11%) in organizations using leveling guides from compensation surveys over prior survey. Criteria for people
management levels remains the same as 2020.
Please indicate the statement that best describes your

primary job leveling tool. (n=220) Other
“Off-the-shelf” approach
7%
from a vendor
16%
47% Customized leveling guide

created internally
31%
Leveling guides from
compensation surveys
Other common responses included a hybrid approach, including a blend of “off-the-shelf” with some customization, as well as
survey leveling guides and internal/organizational leveling guides.
SECTION 4
Job titling nomenclature
practices
REGIONAL / GLOBAL JOB TITL ING
Participants were asked if they differentiate global or regional roles in job titles and the types of indicators they used.
Job title indicators used to designate a global / enterprise role (n=272).
63%
25%
13%
9%
4%
Global indicators are not Global [title] Corporate [title] Other Enterprise [title]
used
Other responses included: National; Chief, Country/Area, Job Title, Region; and Group.
JOB L EVEL ING NAMES, TITL ING NOMENCL ATURE
The 2023 survey has taken a boarder approach towards titling practices, classifying in four main categories:
Executive / Management, Professional / Individual Contributors, Technician and Skilled Trades, and
Administrative Support and Clerical
Which of the following statements best describes the use of "management" job titles at your organization?
Other
My organization does not generally use
management titles for individual
contributor/process management jobs 4%
My organization differentiates titles
16% between people managers and individual
My organization differentiates titles between contributors/process managers through
people managers and individual 42% placement of the management title. For
contributor/process managers through a example, a people manager would be
separate field or input in the HR information 12% Director, Research & Development,
system; the associated titles are not whereas an individual contributor/process
differentiated manager would be Research &
Development Director
My organization does not differentiate titles between 27%
people managers and individual contributors/process
managers
Over half of the respondents said their companies maintain guidelines for the use of their titles differentiating Executives /
Management from Professional / Individual contributors as it relates to those with no direct reports and are not people managers.
27% allow individual contributors to use management referencing titles.
SECTION 5
Job evaluation practices
JOB L EVEL ING NAMES, TITL ING NOMENCL ATURE
Job evaluation looks at the relative value of jobs in an organization to ensure fair and equitable pay practices.
Respondents were asked various questions about their job evaluation practices.
What methodology do you primarily use to assess the relative Does your organization market price jobs using compensation surveys? (n=297)
value of your jobs? (n=294) No
Combination of Other
3%
Market Pricing &
Point-Factor
3%
8%
Primarily
Point-Factor 97%
14%
Yes
If yes, approximately what percentage of jobs do you benchmark (using market
pricing) on an annual basis? (n=285)
60%
75%
Primarily
Market 18% 13% 7%
Pricing/Survey 3%
Benchmarking
Greater than 60% 41-60% 21-40% 11-20% 10% or less
75% of organizations use market pricing/ survey benchmarking, which is a 5% rise in organizations from 2020 (70% in 2020). Of
those that use compensation surveys, the majority (60%) noted they benchmark over 60% of their jobs.
JOB EVALUATION PRAC TICES AND METHODOLOGIES
Organizations use a variety of tools, data sources, and methodologies for their job evaluation process.
Does a technical cloud solution support your Does your organization make use of crowd Does your organization use a point factor
job evaluation methodology? (n=292) sourced compensation benchmark data? (n=293) methodology to evaluate jobs? (n=297)
Yes
Yes
Yes 18% 24%
32%
68%
No No 82% No 76%
SECTION 6
Job description practices
JOB DESCRIPTION PRAC TICES BY INDUSTRY
Well-defined and clear job descriptions are the building blocks that enable effective talent programs at organizations.
Does your organization use a standardized job description template? (n=297)
No
17%
84%
Yes
Consistent and clear expectations of the role defined allows organizations to enhance employee experience through multiple facts
of talent processes such as acquisition, development, mobility, and workforce planning.
STANDARDIZED JOB DESCRIPTION TEMPLATE FIELDS
Organizations with standardized job description templates included key performance areas and qualifications
most frequently.
Fields included in job description templates (n=247)
Key performance areas (duties and responsibilities) 95%
Qualifications 95%
Years of Experience 89%
Technical skills and proficiency requirements 75%
Certifications and licenses 66%
Behavioral skills and proficiency requirements 51%
DEI commitment and diverse hiring practice language 19%
Key Performance Outputs 15%
Other 7%
JOB DESCRIPTION REVIEW & STORAGE
The vast majority of organizations update or review job descriptions on an ad hoc basis, however storage
methods had varying results.
How often are your job descriptions updated, reviewed, or re-written? Please describe how job descriptions are stored within your organization
(n=291) (n=288)
88%
44%
21% 20%
11%
5% 3% 2% 5%
1%
Ad Hoc Monthly Annually Every 2+ years Other In a shared Stored within No central Stored on a 3rd Other
folder on our Human storage rules - party system
company servers Capital multiple versions
Management exist on the local
System drives of HR
practitioners
One out of five organizations indicated no central repository exists for job descriptions
JOB DESCRIPTION USE CASE
Nearly all organizations use job descriptions to advertise job vacancies, however, a majority also leverage job
descriptions for other purposes including job evaluation and salary benchmarking.
Typical uses for job descriptions (n=292)
To advertise job vacancies 90%
As a core input to our job evaluation processes 69%
As a core input to our salary benchmarking processes 64%
To comply with legal/ collective agreement requirements 59%
Linked to the
Linked corecore
to the elements of our
elements Job
of our Architecture
Job Architecture(e.g.
(e.g.reflective
reflective of
41%
levels, functions, families etc.)
levels, functions, families etc.)
As a core input in defining our career paths 40%
As a core input to our performance management processes 28%
As a core input to succession planning 19%
As a core input in defining learning and development initiatives 17%
Other 1%
JOB DESCRIPTION PRAC TICES
While most organizations have standardized job descriptions, nearly 60% are not satisfied with their current
governance process.
Are you satisfied with your organization’s current control and governance Are you planning any significant revisions to your job description and
process for job descriptions? (n=291) governance processes? (n=291)
45%
41% Yes Yes
59%
55%
No No
SECTION 7
Alignment of skills to job
architecture
AL IGNMENT OF SKIL L S TO JOB ARCHITEC TURE
In 2023, we included a new section to the Job Architecture Survey to look at the potential shift of employers
moving to or incorporating job skills and competencies in their job architecture program.
Does your company connect job skills and competencies to the job Please check all that apply regarding skills and competencies. We attach
architecture program? (n=290) our skills to... (n=217)
Levels 61%
Yes
28%
Individual Jobs 54%
Job Families or Job Family Groups 53%

72%
No
People 14%
28% of participating organizations are incorporating

job skills and competencies to their job architecture
program, with over half of respondents attaching Other 5%
skills to levels, jobs, and job family / family groups.
SKIL L S L IBRARY / TAXONOMY
28% of participating organizations have a skills library or taxonomy, most of which are home grown by the
company or purchased from a third-party vendor.
Do you have a skills library/ taxonomy? (n=263) If yes, how was your skills library/ taxonomy compiled? (n=68)
Complimentary online resources
Other 6%
13%
Yes 40% Home grown/ customized
As part of resources provided by
our Human Capital Management 13%
System
28%
28%
Purchased third-party vendor
Skills/competencies library/taxonomy are stored and available through… (n=154)
72% HCM System 36%
Other 23%
No
Home Grown Non-Technology Enabled Tool 16%
SAAS purchased platform 14%
Home Grown Technology Enabled Tool 10%
EMPLOYEE SKIL L PROFICIENCY
81% of organizations do not measure employee skill & competency proficiency. Typically, organizations identify
1-5 levels of a skill/competency and differentiate skills/competencies by linking to adjectives such as Entry,
Intermediate, & Advanced.
Does your company measure employee skill If Yes, how many proficiency levels does your If Yes, what do you use to distinguish
proficiency? (n=259) organization use? (n=44) proficiency levels? (n=30)
11-15
Yes 6-10 Numeric
2%
19% 16% 20%
Adjectives 57% 23%

81% 82% Both
No 1-5
SKILL S DEVELOPMENT
Few companies (15%) reward employees for skill acquisition. Additionally, when gaps are identified, organizations
typically (43%) use stretch opportunities to develop internal talent
Does your company reward skill acquisition? (n=262) When my organization identifies a skill gap, we are most likely to... (n=237)
Yes
Look outside the
15% organization to acquire
the missing skill set Use stretch
33% opportunities to develop
43% internal talent to fill the
gap with learning in the
flow of work
85%
24%
No Use structured development

approaches to develop internal
talent to fill the gap
ANNOUNCEMENTS
It’s not too late to participate!

Due to popular demand, the decision has been made to keep the survey open year-round. Those who
participate will receive a complimentary copy of the updated report in Q1 of the following year.
Schedule an individualized Power BI session!

If you would like to see how your company’s profile and job architecture compares to your peers, Empsight
and Deloitte will be offering personalized sessions. Please contact us if this is of interest.
POWER BI DEEP DIVE
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POWER BI DEEP DIVE
Thank you.
For more information about this study or to discuss Job Architecture,
please contact:
Gregory A. Stoskopf, CCP Jeremy Feinstein

Managing Director Managing Director
Deloitte Consulting LLP Empsight International
Email: gstoskopf@deloitte.com Email: jeremy.feinstein@empsight.com
Tel: 212.618.4627 Tel: 212.537.0185
Renzo Tognocchi Sheila C. Sever, CCP
Senior Manager Senior Manager
Deloitte Consulting LLP Deloitte Consulting LLP
Email: retognocchi@deloitte.com Email: ssever@deloitte.com
Tel: 404.942.6972
Copyright © 2023 Deloitte Consulting LLC. All rights reserved.
Tel: 713.982.2627 2023 Global Job Architecture Practices Survey - Overview of Findings 42

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April 2023

2023 Global Job Architecture

Greg Stoskopf, CCP Jeremy Feinstein Sheila C. Sever, CCP

01 Participant profile and organization information

02 Job architecture strategy and design approach

03 Job leveling practices

04 Job titling nomenclature

05 Job evaluation practices

06 Job description practices

07 Alignment of skills to job architecture

Job Architecture Strategy and Design Approach

Deloitte Consulting is seeing this topic evolve as external

Alignment of Skills to Job Architecture

1. Defines the infrastructure and interrelationships of jobs Performance

Family Job Career Job Job Job

Number of Countries Organizations Operates In (n=302) Headquarters Location (n=308)

Government & Public Services 1:2 $1.0 – 2.49 billion 1:10

Higher Education 1:4 $2.5 – 4.9 billion 1:12

Professional/Business Services 1:7 $8.0 – 9.9 billion 1:8

Technology, Media & Telecom 1:17 $10.0 – 14.9 billion 1:32

Transportation 1:20 $15.0 – 19.9 billion 1:21

$20.0 – 24.9 billion 1:24

JA for select jobs 8% Functions and Families 72%

Point factor job evaluation 20%

Career pathing and talent development 65%

Pay program(s) assessment and alignment 58%

Minimal job architecture in place 45%

14% Organizational design changes 25%

7% Implementation of HR technology system 24%

Jobs have changed or are expected to change substantially 16%

Does your Organization use Job Leveling Guides? (n=304)

Current Job Leveling Practices (n=288)

Job levels are tied to base pay ranges 68%

Job levels are tied to information access 25%

Job levels are tied to health and welfare benefit eligibility 9%

0% 10% 20% 30% 40% 50% 60% 70% 80%

Please indicate the statement that best describes your

47% Customized leveling guide

Job title indicators used to designate a global / enterprise role (n=272).

Does your organization use a standardized job description template? (n=297)

Fields included in job description templates (n=247)

Key performance areas (duties and responsibilities) 95%

Years of Experience 89%

Technical skills and proficiency requirements 75%

Certifications and licenses 66%

Behavioral skills and proficiency requirements 51%

DEI commitment and diverse hiring practice language 19%

Key Performance Outputs 15%

Typical uses for job descriptions (n=292)

To advertise job vacancies 90%

As a core input to our job evaluation processes 69%

As a core input to our salary benchmarking processes 64%

To comply with legal/ collective agreement requirements 59%

As a core input to our performance management processes 28%

As a core input to succession planning 19%

As a core input in defining learning and development initiatives 17%

Job Families or Job Family Groups 53%

28% of participating organizations are incorporating

Purchased third-party vendor

Skills/competencies library/taxonomy are stored and available through… (n=154)

72% HCM System 36%

SAAS purchased platform 14%

Home Grown Technology Enabled Tool 10%